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Capacity Building of PDMA/PaRRSA

1| Training Needs Assessment PDMA/PaRRSA

The CB expert of ASP-RSPN Project acknowledges the active support from PDMA/PaRRSA and
technical help from all sections and departments of the organization and staff members to
undertake the study of Training Need Assessment (TNA) among most of the staff members. This TNA
Process was one of the steps to achieve the key objective of enhancing the organizations overall
performance by improving administrative and management functions, increasing the effectiveness
of service provision and furthering its sustainability. The steps for data collection were followed as
per the approved guidelines. All the facts/tables/findings presented in this report are true, complete
and correct to the best of our knowledge & belief and based on data collected by staffs of this
project. Special thanks to DG PDMA/PaRRSA for providing necessary guidance and support during
Need Assessment Process. I also thank our colleagues for all required cooperation and their hard
work during TNA. I offer my sincere thanks to the entire staff of PDMA/PaRRSA, IM-sciences and
ASP-RSPN who provided guidance and support to me from time to time so that the task can be
achieved within the specified time.

TNA Expert

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Acknowledgement I
Executive Summary 1
1.1 Overview 1
1.3 Background 5
1.3.1 Organizational Framework 5
1.3.2 Provincial Disaster Management Authority KP 5
1.3.3 Provincial Reconstruction, Rehabilitation and 6
Settlement Authority (PaRRSA)
1.3.4 Organizational Structure of PDMA/PaRRSA 7
1.4 Scope & Roles of Sections working under PDMA/PaRRSA 8
1.5 Training Needs Assessment - The Exercise 8


2.1 Training Policy of PDMA/PaRRSA& its effectiveness 10
2.2 Training Need Assessment Objectives 11
2.3 Training Need Assessment Tools 12
2.3.1 Desk Review 13
2.3.2 Questionnaires- (Self-Assessment Forms) 14
2.3.3 Focus Group Discussions 15
2.3.4 Key Informant Interviews 16


3.1 Sections consulted during the TNA process 18
3.2 Tools & Methodologies for Analysis 19
3.2.1 Exclusive KII with DG PDMA/PaRRSA 19
3.2.2 OrganizationPDMA 20
A. PDMA Officers 21
Results of Questionnaire 21
Result & Analysis of FGDs 23
Result of KIIs with PDMA Officers 24
Analysis of TNA results 26
B. PDMA Officials 28
Results of Questionnaire 28
Result & Analysis of FGDs 30
Analysis of TNA results 30
3.2.3 OrganizationPaRRSA 32
A. KII 32
B. Planning Section 33
Results of Questionnaire 33
Result & Analysis of FGDs 36
Result of KII 37
Analysis of TNA results 38
C. Finance Section 40
Results of Questionnaire 40
Result & Analysis of FGDs 41
Result of KII 41
Analysis of TNA results 42

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D. Housing Section 42
Results of Questionnaire 43
Result & Analysis of FGDs 44
Result of KII 44
Analysis of TNA results 44
E. Infrastructure Section 46
Results of Questionnaire 46
Result & Analysis of FGDs 47
Result of KII 48
Analysis of TNA results 48
F. M& E Section 50
Results of Questionnaire 50
Result & Analysis of FGDs 50
Result of KII 51
Analysis of TNA results 51
G. Donor Coordination 52
Results of Questionnaire 52
Result of KII 52
Analysis of TNA results` 52
H. MIS Section 53
Results of Questionnaire 53
Result of KII 54
Analysis of TNA results 54
Media Section 55
Results of Questionnaire 55
Result & Analysis of FGDs 56
Result of KII 57
Analysis of TNA results 57
J. Admin Section 58
Results of Questionnaire 58
Result & Analysis of FGDs 59
Result of KII 59
Analysis of TNA results 60
K. Audit Section 61
Results of Questionnaire 61
Result & Analysis of FGDs 61
Analysis of TNA results 62
L. Economic Growth 62
Results of Questionnaire 62
Result & Analysis of FGDs 63
Result of KII 64
Analysis of TNA results 64
M. PEOC (Provisional Emergency Operation Centre) 65
Results of Questionnaire 65
Result of KII- 66
Analysis of TNA results 66
Chapter 4: TNA Findings & Recommendations 67
4.1 Findings & Recommendations by PDMA Officers 67
4.2 Findings & Recommendations by planning section ` 68
4.3 Findings & Recommendations by Infrastructure section 68
4.4 Findings & Recommendations by Housing section 69
4.5 Findings & Recommendations for M& E section 69

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4.6 Findings & Recommendations for EG section 70
4.7 Findings & Recommendations for Media section 70
4.8 Findings & Recommendations for Admin section 71
4.9 Findings & Recommendations for Audit section 71
4.10 Findings & Recommendations for Finance section 71
Findings & recommendations for Donor & Coordination section 72
Chapter 5: Training Plan 73

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Abbreviations and Acronyms
AOTR Agreement Officers Technical Representative
ASP Assessment and Strengthening Program
BOD Board of Directors
CB Capacity Building
COP Chief of Party
CPO Central Program Office
CBDRM Community Based Disaster Risk Mitigation
DCOP Deputy Chief of Party
DDMU District Disaster Management Unit
DRR Disaster Risk Reduction
DRM Disaster Risk Management
FARA Fixed Amount Reimbursement Arrangement
FATA Federally Administered Tribal Areas
FGD Focus Group Discussion
GOP Government of Pakistan
GoKP Government of Khyber Pakhtunkhwa
HCC Host Country Contracting
HRM Human Resource Management
HUASP Housing Uniform Assistance Subsidy Project
HRDC Human Resource Development Centre
HRM Human Resource Management
JDs Job Descriptions
KII Key Informant Interview
MIS Management Information System
M&E Monitoring and Evaluation
NGOs Non- Government Organizations
NTDC National Transmission and Dispatch Company
PaRRSA Provincial Reconstruction, Rehabilitation & Settlement Authority
P&DD Planning and Development Department
PDMA Provincial Disaster Management Authority
PDMC Provincial Disaster Management Commission
PDMF Provincial Disaster Management Fund
PIFRA Project to Improve Financial Reporting and Auditing
PO Purchase Order
PPO Provincial Program Office
PSU Program Support Unit
RSPN Rural Support Programmes Network
SOPs Standard Operating Procedures
TNA Training Needs Assessment
TORs Terms of Reference
UN United Nations
UNDP United Nations Development Program
USAID United States Agency for International Development

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Executive Summary:

Under the financial assisted program of USAID, pre-award assessments of PaRRSA were carried out
by Deloitte in December 2009 and for PDMA by KPMG in March 2011. This was later followed by two
detailed mapping exercises for PaRRSA in March 2010 and for PDMA in July 2011 by KPMG on the
request of USAID. A review of the frameworks, activities and later the mapping exercises resulted in
the identification of the key areas for interventions relating to institutional strengthening and
capacity building based on which ASP-RSPN initiated the institutional capacity building program.

The objective of this Training Needs Assessment (TNA) was to help PDMA/PaRRSA identify the gap
between existing level of competency and performance and the expected level of competency and
job performance. For this purpose a comprehensive Training Needs Assessment of PDMA/PaRRSA
was conducted including job performance with benchmarks in order to identify where are the
capacity gaps and how can they be bridged either through formal training, informal training,
couching/guidance or on-the job learning. At the start of the assignment, sharply defined objectives
were set as standard against which employees performance was measured.

This Training Needs Assessment Manual is divided into five sections. Section one provides TNA
overview and background. Section two elaborates the objectives and methodologies of TNA,
whereas section three captures TNA analysis and results. It analyses various dimensions of the
identified gaps including the proposed trainings. Section four provides TNA key findings and
recommendations. It provides key recommendations which can help the policy makers/senior
management to design a robust future training strategy based on the identified gaps. Section five
provides proposed training plans which are based on plugging the gaps identified in the current
performance of employees. Collection of primary data was preceded by a thorough review of
relevant reports and other available documents. This was followed by observing key tasks/duties
performed by staff members under their respective areas of responsibilities. The core areas of
responsibilities and assigned tasks of employees in various sections of PDMA/PaRRSA were
systematically reviewed analysed and conclusions were drawn.

The next step was to capture views of employees in various sections and cadres to assess their
present level of performance capacity and the required standard performance capacity. This was
done through interviews as well as performance observations.

Then FDGs were conducted to assess the level of employees understanding of their core area of
responsibilities. All the respondents were encouraged to share their issues and concerns which they
felt hinder their efforts to perform the assigned tasks. Through FDGs conclusions were drawn based
on the employees current performance/progress towards the desired level of performance.

To provide additional inputs on the issues of identifying training needs, interviews were also
conducted with various staff members including the top management of PDMA/PaRRSA. The
purpose was to gauge the existing level of competency and the desired capabilities. This was
followed by validation and analysis of the data. The expected outcomes were (a) current level of
competencies/performance relating to jobs performance (b) perceived importance and prioritization
of tasks (c) type of difficulties in performing different tasks, (d) overall assessment of competencies,
and (d) list of identified training needs.

As a whole the TNA provided key milestones in assessing the needs and gaps of PDMA/PaRRSA.
Based on results of TNA, it is strongly suggested to design a comprehensive proactive training/
capacity building program. This report is based on qualitative and quantitative data analysis,
structural interviews with different cadres of staff in various functional departments, meetings with

vi | Training Needs Assessment PDMA/PaRRSA

selected management staff, checklists and direct observations of jobs performance. Based on the
identified gaps in performance, the end result is the required training skills in the identified areas of
performance the appropriate training program and other capacity building initiatives in order to
improve the performance of all sections at acceptable level.

In a nutshell, this TNA Report represents the assessment of the organizations capacity in respect to
its training and learning needs, in terms of professional skills and knowledge areas, as well as its
perception of the priorities and methodologies to address the need of current jobs and roles of its

vii | Training Needs Assessment PDMA/PaRRSA



Training needs assessment (TNA) is the process of determining the training requirements for
bridging the gap between what is and what should be? It must not be a one-time event; rather it
should be a process chain within the training cycle. TNA must be an integral part of the quality
assessment and control with the objective to translate the outcome of quality control into the
adjustments for future trainings. However, it is worth-mentioning that sometimes training is not the
only solution for bridging the gaps between organizations goal and the desired performance. Some
performance gaps can be minimised or eliminated through others management solutions such as
communicating expectations, provision of supportive work environment, coaching and guidance.

The purpose of this TNA is to give the senior management of PDMA/PaRRSA a perspective on how to
plug the identified gaps in jobs performance through effective provision of relevant trainings.
Particular emphasis has been placed on matching the identified training objectives with each specific
jobs needs. It will necessitate a judgement about how much and what type of improvement in
performance is required. Particular attention is given in the TNA report to the nature of the needs
assessment process and the senior managements role in activating and perpetuating the process.
The needs assessment was comprised of two procedural components; (i) a need (i.e. gap between
current and desired results, and (ii) a needs assessment (i.e. the process for identifying the gaps
based on differences between what is and what should be)? Needs assessment was complimented
through organizational analysis, tasks analysis and individual analysis.

Effective training must be reinforced by reliable and continuous self-examination. This self-
examination was conducted through collection and analysis of existing/available data from the
current employees of PDMA/PaRRSA. It was followed by extracting meaningful conclusion about the
needs for trainings in order to improve performance level of the concerned employees. All the data
was collected and then studied with training in mind, thereby the entire engagement of the process
was training needs assessment. In order to suggest relevant and adequate training program,
reliable data was acquired/secured as a basis for answering the following questions:

What is the current level of needs assessment (i.e. identified gap)?

Who is to be trained?
In what are they to be trained?
How are they to be trained?
How are the results of the training to be evaluated?

A step by step needs assessment was conducted in order to suggest the future design of a training
program as well as locating appropriate target groups for training. The assessment began with a
need which was identified in several ways but was generally described as a gap between what is
currently in place and what is needed, now and in the future. Gaps included discrepancies and
differences between:

What PDMA/PaRRSA expect to happen and what actually happened

Current and desired job performance
Existing and desired competencies and skills

1| Training Needs Assessment PDMA/PaRRSA

A critical step in designing training strategy is a training needs assessment (TNA) for different key
training target groups. It is essential due to the fact that first, it provides basis for setting up training
objectives and second, it serves as a guide for designing training courses.
TNA involves:
Assessing the current level of knowledge, expertise and skills of employees to be trained, (i.e.
the present capacity),
Communicating the standard level of competence required for effective work performance of
each employee, (i.e. the standard capacity),
Determining the difference between the current and the standard capacities, (i.e. the
knowledge/skills gaps)

The gap reflects the deficiency that can be bridged by training.

The needs assessment was conducted with a major focus on collecting and analyzing information
related to organizational as well as individual capacity of staff. Particular attention was given to
identify existent gaps in staff performance. The findings of the assessment, presented in the ensuing
Chapters, have covered an analysis of the current capacity as well as assessment of the staff training
needs, through which gaps in knowledge and skills were identified. The analysis process for the
identification of needs assessment was primarily based on the goal of PDMA/PaRRSA. However,
other factors such as available resources, time, finance etc were also considered. The overall
assessment was carried out according to the five-step process outlined below.

Step 1 Setting Objectives for TNA:

Sharply defined objectives were set as a road map for starting TNA. Only specific information and
data was collected for identifying performance gaps and need for required trainings to fill the gaps

Step 2 Scanning the Work Situation:

A two pronged systematic process was followed for the identification of current performance
discrepancies at organizational level. The nature and extent of discrepancies in performance within
the organization were identified through continuous scanning studying records and reports
produced by various sections, observing jobs performance directly and asking questions to verify
facts and opinions obtained through formal/informal interviews. In other words, the discrepancies in
present level of performance and specified conditions were diagnosed.

Step 3 Focusing on Discrepancies and Needs:

Mild nature of performance discrepancies were observed, which nevertheless, were affecting the
work of many employees in various sections. The discrepancies that existed were due to the fact
that some of the employees lacked the knowledge or skill to perform correctly (training needs). In
simple words, the desired level of performance and specified conditions were identified; i.e. the
desired levels were the one that appropriate training is most likely to attain.
Step 4 Planning for Implementation:

It was observed that many resources are available to PDMA/PaRRSA for the provision of trainings to
its employees. However, there is a lack of an effective strategy for using the available resources in
order to meet the training requirements of its employees

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Step 5 Measuring the Changes in staff Capacity:

It was strongly recommended that changes expected to occur through trainings are properly
documented. The resource person must be held accountable for the desired outputs of each training
workshop. In other words, the training outcome should be assessed and evaluated.


1.3.1 Organizational Framework

1.3.1 (a) Provincial Disaster Management Authority (PDMA), Khyber Pakhtunkhwa

As a sequel to the devastating earthquake of October 08, 2005, the National Disaster Management
Ordinance 2006 was promulgated with a view to establish and regulate an enhanced and progressive
Disaster Management Framework at the National, Provincial and Local levels for disaster
preparedness, response and mitigation. The Government of Khyber Pakhtunkhwa established a
Provincial Disaster Management Commission (PDMC) as well as a Provincial Disaster Management
Authority (PDMA) on October 27, 2008 to promote enhanced disaster preparedness and
management within the province. The establishment of PMDC and PDMA is based on the National
Disaster Management Ordinance (NDMO) of 23rd December 2006 which forms legal basis for the
implementation of the National Disaster Management Fame work (NDMF), provided by the National
Disaster Management Authority (NDMA).

Previously the Provincial Relief commissionerat was responsible for the relief, compensation and
rehabilitation of people affected by natural disasters. With the establishment of PDMA, the
functions of the Relief commissionerat have been incorporated into the new Organization.

PDMA is responsible for formulating provincial disaster management policy obtaining the approval
of the Provincial Commission by examining the vulnerability of the province to different disasters
and specify prevention or mitigation measures. PDMA coordinates and monitors the implementation
of the national policy as well as national and provincial plans. PDMA is also responsible to provide
guidelines for disaster management plans through district authorities as well as provincial
departments. The organization provides necessary technical assistance and advice to district and
local authorities for carrying out their functions effectively;

1.3.1 (b) Provincial Reconstruction, Rehabilitation and Settlement Authority (PaRRSA)

Provincial Relief, Rehabilitation and Settlement Authority (PaRRSA) was established under PDMA as
a separate body and as an administrative arrangement through Notification NO. SO (E-
1)/E&AD/PaRRSA/2009 dated June 27, 2009 by GOKP.
PaRRSA was created to coordinate, supervise and monitor reconstruction, rehabilitation and
settlement of the conflict affected people in the five districts of Malakand and two agencies of FATA
(i.e. Mohmand and Bajur). PaRRSA is working within the overarching role of PDMA. Its functions
among other things include facilitation, coordination, supervision, and linkages to all stakeholders,
besides helping the provincial government in its endeavor to rehabilitate the affected areas. The
functions of PaRRSA, as envisaged by the notification of GoKP are as follows.
Prepare strategies and develop implementation plans in the affected areas of the
Plan and coordinate the overall reconstruction, rehabilitation and resettlement
Provide one-window facilitation to the international and national development
Supervise and monitor the implementing agencies.
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Establishment of standards and internal controls within and outside the
Provide a fast track approval process for the projects and activities undertaken for
the reconstruction and rehabilitation of the affected regions2

1.3.1 (c) Organizational Structure of PDMA/PaRRSA

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1.4 Scope and Roles of Sections working under PDMA/PaRRSA:

The scope and roles of all sections were thoroughly reviewed before conducting focus group
discussions (FGDs) with relevant staff of each section. The Operations Manual has been structured
on the basis of organizational structure of PDMA/PARRSA, duly approved by the Provincial
Government and has been bifurcated into two broad sections i.e.

Sectional Roles and Responsibilities

Process guidelines pertaining to each section

Sectional Roles and Responsibilities: This Section provides detailed description of each section
including its scope, responsibilities as well as the TORs of relevant management personnel.

Process Guidelines section links the scope and responsibilities identified in the Sectional Roles and
Responsibilities section. It also provides detailed description of the activities, procedures to be
performed while undertaking the activity, personnel responsible and accountable for carrying out
the procedures and other operational modalities

1.5 Training Need Assessment - The Exercise

In order to identify the training needs as well as reduce the performance gaps of staff in various
sections of PDMA/PaRRSA at macro and micro levels, a specific Training Needs Assessment
Exercise was conducted in a participatory manner.
The exercise was helpful in the identification and prioritization of specific training needs of each
section. TNA exercise was completed in three months (June 25 - September 30, 2012).

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The specific objective of training needs assessment was to identify existing gaps in performance; to
analyze the gap between existing level of knowledge/competency and the expected level of
knowledge/competency which were impeding PDMA/PaRRSA from achieving its mission effectively
and efficiently. Furthermore, the limitations and constraints being faced by some employees in
performing their tasks were also identified. Based on findings of the TNA, the suggested strategies to
eliminate these gaps were emphasized through training events and other capacity building

This section provides a brief introduction of objectives and summarizes findings of literature review
covering all the thematic areas and sections of PDMA/PaRRSA responsible for Disaster Response &
Rehabilitation and Re-settlement. Furthermore, the methodology includes review of the existing
capacity of human resources, their detailed TORs, actual performance versus assigned tasks, team
compositions and tools for training needs assessment.

2.1 Training Policy of PDMA/PaRRSA & its effectiveness:

The training/capacity building policy exists within the PDMA/PaRRSA HR Manual. Upon the
recommendation of the training committee, the DG sanctions the required specific training for
employee(s), irrespective whether the training will take place in Pakistan or abroad. Annual
performance appraisals are used as needs assessment tools, thereby providing basis for training and
development of the relevant staff.

Therefore it was suggested that at the end of each Performance Management System Cycle (PMS),
sectional heads in consultation with their supervisory staff should review PMS Appraisals and
propose to HR reasonable Staff Development Training Plans that can be conducted during the next
fiscal year. A summary of the relevant training areas for departmental heads to keep in mind are
listed in section three of this document.

Though the training policy exists, but its effective implementation is implausible due to the following

Financial constraints in fulfilling the training needs of PDMA/PaRRSA staff members

Lack of opportunities/customized trainings for the staff to enhance their capacities, sharpen
their skills and broaden their aptitudes
Trainings needs are not identified on the basis of nature and requirement of work; thus majority
of staff members are not fully equipped to perform their assigned task such as activities relating
to disaster management, response and rehabilitation

2.2 Training Need Assessment Objectives:

The purpose of conducting the needs assessment was to validate the hypothetical judgment with
actual training needs to ensure that solution addresses the most needed subjects and effectively
focuses the appropriate resources, time and effort toward targeted solutions.

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The TNA objectives were:
To set sharply defined objectives as standard, against which learners performance can be
measured; i.e. this would allow trainees to measure their own progress towards the desired
level of performance
To assess and identify training needs, the type of training to be provided, the target groups in
each cadres to be trained and the expected benefits of each section of PDMA/ PaRRSA in
relation to their roles and functions.
To analyze and prioritize identified areas for training interventions, which must be innovative
and must produce a breakthrough to a new, higher level of excellence.
To identify ways to increase efficiency and effectiveness of the sections to meet their desired
objectives, i.e. the positive benefits which will contribute to their skills to be used for better
results and outputs.
To strengthen institutional capacity of the sections through training interventions to sustain and
contribute in their respective areas of operations.

2.3 Training Needs Assessment- Tools

There are various tools and instruments which can be used to collect information about needs and
gaps relating to job performance. However, the level of education/qualification among employees
was taken into consideration during the process of training needs assessment. Both quantitative and
qualitative methods were applied throughout the needs assessment. Self-assessment forms in shape
of questionnaires were used as quantitative information. Whereas focus group discussions (FGD),
key informant interviews and observations were carried out as a qualitative methodology for
determining the perceptions and feelings of employees workplace performance in various sections

The assessment studies conducted in the past revealed that self-assessment by an organization/
employees is more effective tool instead of an imposed one because the findings come up through
self-assessment are more relevant to better address the prevailing gaps, creates ownership and
acceptability among the intended target beneficiaries and has positive impact on the capacity
building of the organization in the long run. Keeping in view this principle, participatory self-
assessment tools and techniques were used for assessing the required needs of capacity building of
professional and support staff in PDMA/PaRRSA. Mixed techniques/methodologies were applied
during the process, such as literature review, self-assessment, focus group discussions and key
informant interviews.

2.3.1 Desk Review:

Operational Manual:

Detail review of the Operational Manual was carried out. The Manual provides guidance and
instructions while undertaking operational activities of PaRRSAS. As such the Manual is followed by
the personnel acting on behalf of/ for PaRRSA during planning, designing, approval, execution and
implementation of reconstruction, rehabilitation and settlement activities/ projects. This Manual has
been compiled in line with applicable Government laws and regulations, anticipated requirements of
existing donor agencies and anticipated scale of PaRRSAs activities in medium to long term. The
manual not only provides detailed guidance on the functions to be undertaken by each department
but also serves as core reference for PARSAs overall Operational Guidance Mechanism

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HR Manual:

The purpose of this manual is to provide specific guidelines for the organization and field office
personnel in daily human resources and administration procedures within PDMA/PaRRSA offices in
Khyber Pakhtunkhwa. It is not intended to prescribe step by step guidance for every eventuality, but
defines the policies that the procedures should support. The manual provided detailed information
about PDMA/PaRRSA human resources and administration policies and procedures as well as
conditions of employment at PDMA/PaRRSA. Most importantly, the manual emphasized the role and
authority of the HR Function and line managers in developing and managing people and also act as a
reference document for the management and staff in handling human resource issues and new
employees. This manual has been designed to provide the basic tools and resources needed to
administer the organizations human resource program

KPMG & Deloitte Reports:

Both pre-award assessment reports (PDMA Pre-Award Assessment report developed by Deloitte and
PDMA/PaRRSA Pre-Award Assessment report developed by KPMG) were reviewed. ASP-RSPN
carried out a detailed analysis of the gaps identified and support rendered by KPMG

2.3.2 Questionnaire- (Self-Assessment Forms)

Self-assessment forms were developed in consultation with senior staff and management of
PDMA/PaRSA. The objective of such questionnaire was to assess employees current individual
capacity level and roles/responsibilities and the required skills to carry out their assigned tasks
efficiently and confidently. A total of 88 Self-Assessment Forms were duly filled by all staff members
of PDMA & PaRRSA. The valuable information gained through Self-Assessment Forms, greatly helped
to assess the required training for improving their job performance. Besides identifying others
aspects of jobs performance, a portion of self assessment form was also used as a competency
checklist, which applied the rating scale of 1 (low competency) to 5 (very high competency) to
ascertain competency level of employees in various cadres. It enabled the respondents to rate their
own competencies in various areas of operation.

The assessment form was first used on pilot basis before wider circulation. The pilot phase
witnessed explicit success in terms of applicability as well as assessing the required data. However,
despite having tested successfully, the self assessment form was further refined and some new
parameters were added for achieving the 100% desired results within the specified period of time.
An intensive orientation session was conducted with all the staff members in order to explain the
questionnaire including concept clearance, nature and responsibilities. Later, self-assessment forms
were circulated amongst all section/department professionals, assistants and computer operators.
This instrument was useful in getting information from PDMA/PaRRSA professionals regarding their
roles, responsibilities and current skills level along with their strengths and weaknesses.
Furthermore, this assessment also helped in collecting extra information regarding the employees
own plans to convert their weaknesses into opportunities. Finally information was collected
regarding their prioritized training needs. Template questionnaire is attached as annexure-1.

2.3.3 Focus Group Discussions

Careful and thorough Focus group discussions (FDGs) were conducted with staff of all
sections/departments of PDMA/PaRRSA to capture more in-depth information about their
experience/suggestions as well as to assess the existing gaps in performance and possibility of future
training programs.

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Focus group discussions (FGD) were held amongst all the sections/departments of PDMA/PaRRSA in
order to have a deep insight and gain detailed information as well as assess how they view their
current jobs, how satisfied they are from their current performance and the required needs and
possibility of suitable future training interventions. The professionals, assistants both from PDMA
and PaRRSA were grouped accordingly for the FGDs. This exercise was very helpful in capturing the
intrinsic feelings and perceptions of the staff, their actual level of performance and the expected
performance. The FGDs were conducted from 07 to 13 August 2012.
PDMA staff was divided into two groups; one group consisted of seven officer level staff comprising
Deputy Director (T &A), Deputy Director (Relief), Deputy Director (A&F), Assistant Director (Admin),
Assistant Director (procurement/ DRM), Assistant Director (Warehouse) and Assistant Director
(Relief). While the other group comprised of lower cadre staff including computer operators and
assistants from all sections of PDMA.

Similarly, section wise six groups were constituted from PaRRSA. Planning section included Chief
Planning Officer, Senior Planning Officer, two planning officers, two computer operators and one
office assistant. From Economic Growth 02 Economic Growth Specialists, 02 Economic Growth
Associate (M&E), 02 Economic Growth Associates (P&D) formed a group. Likewise, from Housing a
Deputy Housing Coordinator, Advisor Housing & DRR, reporting officer, 02 office assistant and 02
computer operators were included in a group. From Media, Admin & Audit a media &
communication specialist, media & communication officer, graphic designer, creative writer,
administrator, 02 office assistants, computer operator and 02 Internal auditors formed a group. The
group from Finance included finance manager, 02 accounts officers, assistant accountant and office
assistant. Another group from Infrastructure and M&E included Chief Infrastructure, Chief M&E,
M&E production officer, M&E officer social sector, quality surveyor, 02 office assistants and 02
computer operators. The template of FGD Form is attached as annexure-II

2.3.4 Key Informant Interviews

The Key Informant Interviews tool was effectively used by involving the senior management and
section heads of PDMA/PaRRSA. Interviews were held with key management staff in order to
consolidate management views/perception on identification of priority training and development
programs. This tool was effective in identifying and assessing training and development needs from
both a personal and institutional perspectives. The information collected in questionnaire and
focused group discussions was also shared during the KIs. The interviews were held with key
informants to cross check and validate the information collected through the above tools. A
template of KII is annexed at the end of the report.

A total of 13 KIIs were conducted. Some of the participants included were Deputy Director Relief,
Director Relief PDMA, focal person EG, Finance Manager, Media & Communication Specialist,
Program Manager-management, Chief Infrastructure, Chief M&E and Chief Planning Officer Data
Base, Manager and Deputy Director Training & Awareness.
Template KII form is attached as annexure-III.

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This section highlights TNA analysis and results. The results are concluded from data collected
through desk review of available reports and other documents, focused group discussions, key
informants interviews and direct observations. In most of the sections of PDMA/PaRRSA,
performance gaps were observed, which were varied among various cadres of staff members. These
gaps pertained not only to technical and management skills of the staff members, but institutional
weakness and lack of enabling environment to perform the required tasks were also observed

3.1 Sections Consulted During TNA Process:

HR/Admin, Relief/Operations, Rehabilitation and Reconstruction, Accounts/Finance and

Monitoring/Evaluation sections of PDMA and Planning, Finance, Housing, Infrastructure,
Monitoring/Evaluation, Donor Coordination, Provisional Emergencies, Operatinal Centre and
Management Information System (MIS) Sections of PaRRSA were consulted and involved in the TNA

3.2 Tools & Methodologies for Analysis

3.2.1 Exclusive KII with DG PDMA/PaRRSA
An exclusive interview was conducted with DG PDMA/PaRRSA in order to assess the organizations
current level of performance, expected performance and the areas which need further
improvement. It was observed that a comprehensive and integrated proactive strategy has not been
developed for contingency planning relating to disaster management and disaster risk reduction.
Gaps were also observed in the implementation planning of such a strategy. Hence, the overall
capacity of line departments was found weak. Moverover, capacity of local institutions regarding the
planning for emergency situation was found minimal.

An orientation workshop was also suggested during the interview for the conceptual clarity of
Disaster Risk Reduction (DRR) and Disaster Risk Management (DRM) for the relevant staff members
of PDMA/PaRRSA. Women participation in decision making process was non-existent. Only one
female officer as a gender coordinator is working in the entire organization. The information sharing
mechanism is practiced only through periodical reports submitted to the donors and other relevant
departments. No integrated mechanism for data management process was in place. Moreover there
was no mechanism in place to evaluate the current capabilities of staff. In other words, training
needs assessments for relevant staff was not properly conducted. As such, there were no proper
training plans or schedules available. The overall planning and implementation levels of
PDMA/PaRRSA was found below average. However, the financial reporting of the Organization was
found satisfactory.

Another highlighted area was the significant capacity gap in gender responsive planning &
budgeting. Other key areas for improvement that were identified included the customized trainings
on IT & Computer skills, report writing skills, minutes drafting/record, proposal development, ,
donor coordination and resource mobilization.

3.2.2 Organization PDMA:

Questionnaires were filled independently by PDMA staff members and the cumulative result was
derived from two majorly sections of PDMA, i.e. Officers (Directors, Deputy Directors, Assistant
Directors) and Officials, i.e. (Computer Operators and Office Assistants).

10 | Training Needs Assessment PDMA/PaRRSA

PDMA OFFICERS (Management level Staff)
i. Results of Questionnaire: A total of ten questionnaires were filled by PDMA officers. The
cumulative results extracted from the survey questionnaires clearly depicted gender imbalance in
the section, since no female staff is currently employed in the whole section. However, the staff was
found qualified with 100 % employees having completed Master Degree in a variety of subjects. 60%
of the staff was found young with age ranging from 31-40. All the staff was found preferring to work
as a team member. Keeping in view the good reputation of the organization, the staff turnover is
almost nominal. The age group of employees is highlighted in the following diagram.

Age, 50 >, 1, 10% Age, 22-30, 1,

Age, 41-50, 2,

Age, 31-40, 6,
Age 60%
22-30 31-40 41-50 50 >

The variation of job performance with regards to TORs was interesting. 70% of the staff described
their work as per their TORs. Whereas 30% staff revealed the variation in TORs and added their
additional tasks as contingency planning, warehouse management and PC-1 Formulation. The
difference in current job performance with regards to prescribed TORs is shown in the following

Is your current job different than TORs



70 Yes

With regards to training and development, 50% of the participants showed willingness to receive
trainings, 30 % disagreed and 20 % marked it as no answer. The results further revealed that 30 %
have received training for less than a month and 20% for less than a week. The staff shared that they
were utilizing their acquired knowledge & skills in their current roles. Key Training needs identified
by the staff in their present jobs were financial management, report writing, office management,
procurement, provincial rules & regulations, audit & warehouse management. 60% of the staff
mentioned to improve their managerial skills. The rest wanted to seek expertise in technical &
interpersonal skills. The following figure shows the trainings requested by the section staff.

11 | Training Needs Assessment PDMA/PaRRSA

,Contengency Warehouse
Planning, 1, Management,
8% 1, 8% , PC-1
Formulation, 1,

Multi Tasking,
2, 17%

Most of the employees preferred on-job trainings with major focus on HR, administration and DRR
skills. To improve their professional skills and strengths, the respondents wanted to acquire report
writing and planning skills through orientation courses and exposure visits. Furthermore, the staff
required customized trainings in Ms. Office, Internet browsing, statistical tools and Civil Engineering

ii. Results and Analysis of FDGs: FGDs were conducted with seven officers of different sections of
PDMA. The group comprised of Directors & Deputy Directors who are primarily working as section
heads. The focus was to identify the required training skills for improved job performance.
Identified trainings included grass root capacity building initiatives, orientation sessions on disaster
preparedness and mitigation. To ensure proper and timely perusal of planned activities, it was
strongly felt that reinforcement of intersection of plans and activities is highly required.

Moreover performance gaps were identified in the HR & Admin Sections of PDMA. The staff requires
additional trainings in order to perform according to the expected levels and to reduce
overburdening. Since the existing staff have been given additional responsibilities from time to time,
their performance appraisals should be conducted on a regular/quarterly basis. Once a staff member
is assigned additional responsibilities, their job description should be amended/updated accordingly.
Relief & warehouse staff lacked trainings of MS office and related softwares. Visible gaps in office
management, internal communication and record keeping were also observed. Due to lack of SOPs
and automation, relief activities at district level need to be fine-tuned. Some of the staff members
need to improve their knowledge and skills related to DRR, DRM and procurement procedures.
Hence, understaffing, technical insight and automation of inventory management at warehouse
require trainings on urgent basis.

The finance department lacked knowledge and expertise regarding government rules and
regulations. In HR/Admin section, the skills of the officers at individual levels require capacity
building in relevant softwares such as SAP and PIFRA. No performance appraisal mechanism is
currently in place in the HR/Admin section. Even though some staff members have received trainings
however, these trainings are not relevant to their current level of assigned tasks. During the
assessment, an interesting observation came up that the staff of lower cadres (i.e. assistants and
computer operators) is usually ignored in training programs.

Even though most of the staff was found energetic and highly motivated, but they lack skills in order
to perform up to the required level. There is an urgent need to provide them relevant trainings and
equip them with up-to-date softwares, which will boost their performance. PDMA as an organization
lacks strategic plans for training and development of its staff.
iii Result of KIIs with PDMA Officers (Sections Heads):
Training & Awareness: The function of Training & Awareness Section in the PDMA is to facilitate
career development of all staff currently working at PDMA. The section is dealing with the training
opportunities for the staff at national and international levels and is providing facilitation to avail of
12 | Training Needs Assessment PDMA/PaRRSA
these opportunities. However the section is understaffed and lacks skilled personnels to fill the gap.
The coordination mechanism is well established with a defined hierarchy. Both electronic and
manual file management system is in place. However, no female staff is currently employed in the
section. But the staff of the section was found very gender responsive.

The areas identified where training is required are project/training design and delivery, monitoring &
evaluation of trainings and data management (MIS). The section also needs to be strengthened in
performance evaluation of the staff and progress reporting.

Accounts & Finance: During the assessment of the Accounts and Finance Section, it was observed
that bills were not properly entertained by AG Office; as a result there were also delays in payments
to the stakeholders. No proper mechanism is in place to ensure timely and quick approval of
payments. Another problematic area which was highlighted was the poor coordination with Admin

While assessing the current level of staff capacity, it was observed that staff requires training in
budgeting and reporting, interpersonal communication and IT. A large number of audit observations
were found due to low level capacity of staff. It was also observed that communication gap in the
section is hindering the work flow.

Monthly expenditure and accounts statement reports are generated and forwarded to AG Office for
reconciliation. Section head reviews all the financial matters before putting it up to Director Relief
and DG for final approval. As appropriate financial softwares and system are not in place, the data of
the section is managed manually. The staff has capacity and skills for financial reporting but needs
skill enhancement in data management, effective networking & communication and computer &
technical skills.

Relief Wing: The roles and functions of the section are relief, operations, monitoring in emergency
situations, relief distribution, transportation, compensation as per policy, contingency planning,
formulation of DRM plans and coordination with all relevant stakeholders. This section covers almost
90% of PDMAs activities.

It was observed that Provincial DRM Plan is still not prepared due to the low capacity and resource
constraints. The data gathering techniques, assessment of disaster prone areas, and identification of
vulnerability are the major areas that the officials needs to excel in as experts. Technical tools and
capacity to gather accurate data and its processing is the key for the preparation of need based
effective applicable plans which needs to be acquired through customized trainings.

It was also observed that no proper reporting mechanism is in practice. The data is managed in hard
form in haphazard way while the data at warehouse is maintained in soft form and registers are also
maintained. The contingency planning is considered as research activity as it is based on field
information and the gathered data. The staff needs skills and guidance to conduct research and case
iv. Analysis of TNA Results:
Based on the result s of questionnaire, FGDs and KIIs, the training needs identified for various staff
members of PDMA are described below.


Capacity building through orientation on Disaster Risk Reduction
(DRR), Disaster Risk Management (DRM) & Community Based
All PDMA Staff Disaster Risk Mitigations (CBDRM)

13 | Training Needs Assessment PDMA/PaRRSA

Office management, Interpersonal communication skills
Planning skills
Ms. Office, Internet browsing
Gender mainstreaming
Survey/Research Tools; Quantitative and Qualitative Data
Collection Techniques
Contingency Planning, Relied & Rescue operations
Relief & operations Damage need assessment
Early warning system & quick dissemination of disasters relating
NGOs coordination mechanism
Project monitoring & Evaluation
MEAL Training ( Monitoring, Evaluation, Accountability & Learning)
Project Planning
Evaluation tools& Techniques
M&E Developing M& E indicators, Formats and reporting
Research & Case studies reporting
IT & software applications
Project Reporting & Documentation
Post conflict rehabilitation & reconstruction
Rehabilitation & Disaster preparedness & mitigation
reconstruction Project management
Training of Trainers- generic
Training Section Data Management (MIS)
Reporting Writing skills
Developing training modules
Harmonized Approach to Cash Transfer(HACT)
Accounts & Finance International Standards Of Accounting and Financial Systems
Financial reporting
Computer skills
Financial Budgeting

Job descriptions, Organizations mandate and sections objective need to be very clear to
the staff
New and competent hiring is suggested, keeping in view the already overburdened
responsibilities of staff with additional charge and duties
Relief activities and even contingency planning need to be done in a gender response
manner for disaster prone / affected areas
For DRM Planning, active support is required from line departments as it cant be done in
isolation. The orientation of DDMUs, district administrations, line department is suggested
in order to keep all relevant stakeholders on board.

PDMA OFFICIALS (Computer Operators and Office Assistants):

i. Results of Questionnaire: A total of eleven questionnaires were filled by PDMA officials
comprising computer operators and office assistants. The cumulative result extracted from the
questionnaires indicated that 50% staff members are Masters Degree holders. No female staff is
currently employed in the section. The age of 70% of staff ranges from 21-30 years. All the staff
members consider themselves as team members.
14 | Training Needs Assessment PDMA/PaRRSA
76% of the staff indicated their current work matching with their job description. 35% staff had
previously received trainings whereas 65% had not received any training or orientation. The
following figure indicates the difference between their current performance and job description.

60% of the total staff comprised of Assistants with their main tasks as record keeping and reporting,
whereas 35% are Computer Operators performing IT and software related tasks. The survey results
showed that 65% staff was interested to improve their IT and computer related skills, while 35%
wanted to develop their office management, documentation and report writing skills. The survey
further indicated that majority of the staff was keenly interested to receive on job trainings relating
to HR, administration, documentation & report writing. Moreover, 88% wanted to receive on job
training in IT, MS. Office, warehouse management and MIS. The following figure shows the various
types of training revealed by the survey.

ii. Result of FGDs with PDMA Officials: FGDs were conducted with nine staff members, which
included computer operators and assistants from different sections of PDMA. The results of the
FGDs showed the required trainings in book keeping, service delivery and data management.
However, majority of the operators and assistants are also performing extra tasks beyond their job
descriptions. No performance appraisal had ever been carried out; only annual confidential reports
are prepared as a formality.

iii. Analysis of TNA Results:


Office management
Orientation of rules and regulation
All Staff Members MS Office
HR & Administration
Documentation & reporting

15 | Training Needs Assessment PDMA/PaRRSA

English Language courses
General computer Application
Basic IT skills
Computer operators Latest computer softwares
Computer Networking
Inventory Management
Book keeping
Budgeting and Auditing
Assistants Protocol/ secretarial Practices
Orientation on public sector oral & written language
Technical writing (minutes taking, drafting of letters and
summary writing).
Warehouse management
Logistics support & coordination

Mechanism for conducting Performance Appraisal needs to be established.

Reporting formats/ time sheets should be devised to share the weekly progress of staff
Data management & record keeping is required. The staff should maintain proper filing and
archival systems

3.2.3 Organization PaRRSA:

PaRRSA is relatively a large organization consist of 12 sections. The self assessment forms were
distributed individually to all staff and were later analyzed section wise. The FGDs were also
conducted section wise. KIIs were held with section heads.

A. Key Informant Interviews (KII):

Overall planning, management and implementation of programs as well as financial control are the
key functions of Program Manager PaRRSA. The result of KII indicated that M&E related activities are
lacking the required standards and are not up to the expected levels. A fully functional Monitoring
and Evaluation system is urgently required in order to ensure the pre and post analysis of the
programs/projects for greater impacts and documentation of lessons learnt that will provide a base
for timely decisions and future planning. It was further observed that twelve sections of PaRRSA are
overstaffed, whereas adequate human resource is not available for reconstruction and rehabilitation

A visible turnover of female staff was observed in the section. However, no female staff is currently
working at the management level. Planning section consolidates the information as per the
requirement of the donors. The reporting formats developed by KPMG and further refined by ASP-
RSPN are followed for managing the data. It was further observed that trainings on gender
mainstreaming in the planning stage of activities is urgently required.

As a whole the following trainings/orientations are strongly suggested for improved performance.


Gender sensitive program planning
Gender Budgeting
Staff Members Program implementation

16 | Training Needs Assessment PDMA/PaRRSA

Project Monitoring & Evaluation
Assessment tools
Donor reporting tools & Techniques
Office Administration

B. Planning Section:
The Planning Section is the core strategic section of PDMA/PaRRSA and is playing an important
advisory role in the strategic planning of the organization. The main responsibilities of Planning
Section include PC-1 preparation, preparing monthly and quarterly progress reports, conducting
need assessments, developing project implementation plans, coordination with district secretariats
at field level and extending secretarial support to district line departments. No female staff is
currently employed in this section.

i. Result of TNA Questionnaire: A total of 07 questionnaires were distributed amongst the staff of
planning section. The result revealed that 100% of the section staff has a Masters Degree. The age
of 57% of the staff ranges from 22-30 years with a working experience of over two years. The
following figure shows the age break-up of the employees in the planning section.


Majority of the staff is working for over two years in the sections. The following diagram reveals the
total duration of their services in the section.

Following are the results extracted from the questionnaire:

i. 85% of the employees were found as team players. Only 15% preferred working on
individual basis.
ii. The current task performance of 72% of the staff was found different from their job
description. Besides, they were also required to perform extra assignments such as
coordination, office management, financial management and software related tasks.

17 | Training Needs Assessment PDMA/PaRRSA

iii. 85% of the staff hasnt received any training. 15% have received trainings with duration
of less than a week.
iv. 57% described their current job as office management, 28% described coordination &
communication, handling of IT & softwares and 15 % mentioned their job as keeping &
maintaining records and reports.
57% of staff mentioned that they needed training in IT & computers. 45%, wanted
training in documentation & reporting and 15% wanted training in Project Proposal, LFA
and appraisal techniques.
v. 42% of the employees showed willingness to improve all three skills (managerial,
interpersonal & technical), rest wanted a combination of one or two.
vi. All valued to learn and be skilled through on-job trainings in planning & monitoring,
office management, IT applications, documentation & reporting

ii. Result of FGDs: Carefully selected seven staff members from the Planning Section of PaRRSA
were involved in focus group discussions (FDGs). The main purpose of FGDs was to find out the
existing capacity gaps and how they can be bridged either through formal or informal trainings. The
participants were asked about their roles and functions, their prescribed responsibilities and tasks in
the Planning Section.

The following tasks and responsibilities of the section were identified by the respondents.
i. Provision of strategic direction in long and short term plans
ii. Development of project implementation plans
iii. Provision of secretarial services to different forums (PRB.PSC,DAC,DRRC)
iv. Maintaining internal and external coordination
v. Data analysis
vi. Preparation of progress reports

All the participants strongly expressed the need to enhance their capacity in the fields of knowledge
based management, PC-1 development and project management as they lacked sufficient technical
knowledge and skills, particularly relating to disaster risk management (DRM) and disaster risk
reduction (DRR).

The results of FDGs revealed employees deficiencies in their current job performance due to
inadequate knowledge and skills. Similarly, it was found that majority of the employees lack
systematic tools, which, if provided, can improve their performance and enhance their productivity.
No systematic/structured formal or informal trainings have been imparted to the staff to improve
their performance and capacity for the smooth functioning/achievement of the required tasks.

18 | Training Needs Assessment PDMA/PaRRSA

Furthermore, there was no systematic performance appraisal system in place at the organizational
level as a whole. However, all the participants were found keenly interested in knowing how well
they are performing at present and how they can do better in future. They wanted the required
information to improve their performance in order to get promotions and merit-based pay. Hence a
functional and systematic performance appraisal mechanism is suggested to PDMA/PaRRSA because
proper performance feedback mechanism will improve the employees future performance. It will
also give them job satisfaction and motivation, which will result in the optimal utilization of their
competencies. Performance appraisal will also enable senior managers to coach and counsel
employees in their career development.

iii. Results of KIIs: The primary function of the Planning Section is to develop strategic plans in
order to help the organization to timely anticipate and respond in DNA context including
reconstruction and rehabilitation in KP. The section helps in providing information and data in the
development of progress reports for different evaluation missions, consultants, and especially the
quarterly newsletter of PDMA WADAAN. Planning team is working as catalyst and facilitator in
program management, coordination and implementation of activities.

During the assessment of the section, it was highlighted that there is a lack of effective planning in
disaster preparedness programs for managing the consequences of disasters and other
emergencies. Available facilities and resources- both material and human- are not properly. The
delay in planning have often resulted in wastage of time, resources and manpower.

Gender imbalance was observed in the Planning Section as 100% of the staff were men. However, as
a whole the organization is gender sensitive and provides equal employment opportunities to all.

The reporting mechanism is comprised of note sheets, which serves the purpose of reports. The
responsible officer reviews these reports and provides his/her feedback before sending for approval.
The data is managed both manually and electronically. The coordination mechanism is based on
both verbal and electronic communication. All decisions are taken during staff meetings which are
based on consensus.

iv. Analysis of the TNA Results: The training needs derived from the TNA tools are described as


Documentation & Reporting
IT & Software applications
Advance MS project
Advance MS office(excel)
All staff members Gender sensitive planning
Gender sensitive budgeting
Basic monitoring and evaluation
Statistical analysis
Interpersonal & communication Skills
Office management
Quick Book
Computer Operator& GIS
Assistants Filling & data Management Systems
File tracking systems

19 | Training Needs Assessment PDMA/PaRRSA

Survey Assessment
Basic environmental assessment
Technical report writing
Risk Analysis
CPO, Senior Planning MEAL System- Monitoring, Evaluation Accountability Learning
Officer, PO Assessment Tools
Project management, Project Cycle management
Logical Framework Approach (LFA)
Leadership skills
Proposal Writing

Most of the staff is unaware of their complete TORs

Majority of the staff described coordination, reporting, IT applications as their key areas of
responsibilities. However, no one highlighted planning to be their key responsibility
Key Findings: None of the respondents mentioned preparing Disaster Risk Reduction Annual
Plans and updates and mapping of disaster prone areas, which are two of the prescribed job
descriptions of the section. Thus staff needs orientation about their roles and JDs.
No formal performance evaluation mechanism is currently in place at the organizational level.
Non-availability of strategic training plan in the section for addressing the training needs of
the staff.

C. Finance Section:

The finance section is responsible for preparing and maintaining the financial records/transactions.
Key areas of responsibility include treasury, risk management, and achievement of the strategic
objectives of the organization.

i. Result of Self-Assessment Forms: The questionnaire was filled by 6 staff members of the
Finance Section. The cumulative result indicated that 33% of the employees are young with an age
of 22-30 years. The age of 33% of the staff ranges from over 50 years and the rest fall in 31-40 years.
Nearly 80 % are serving the organization since last two and a half years. All staff members believe in
team work. The results further indicated that all staff members are performing their duties
according to their job descriptions. 66 % havent received any training and wanted to acquire
financial accounting and managerial skills; 16% require documentation, reporting, DRM &
Interpersonal skills, whereas 33% need orientation in HR and administration.

20 | Training Needs Assessment PDMA/PaRRSA

ii. Result of FGDs: The FGD result indicated the main responsibilities of the Financial Section as
budget control, distribution of financial resources according to the proposed program, release funds
to the executing agencies, process claims for approval of DG and issue cheques, reimburse claims to
USAID, facilitate donors with finalization of PILs (Project Implementation Letters) and funding
mechanisms, reconciliation and expenditure of revolving fund accounts and other bank accounts,
reconciliation of expenditure with executing agency and preparation of financial reports .

The results of FDG show that the Finance Section faces a lot of difficulties due to the fact that it is
not taken on board in financial planning meetings. There is also a need to introduce updated
financial software in order to improve the current level of performance.

The results further indicated that lower cadre staffs such as assistants and computer operators are
normally ignored in training programs. Relevant training along with the provision of modern
software would boost staff efficiency and effectiveness. Strengths of the section were identified to
be the conducive and cooperative working environment and time management. The weaknesses
were the non-availability of separate compartments to keep the records secure and lack of access to
new software.

iii. Result of KII: The KII result indicated the need for more transparency and accountability in the
Finance Section. No mechanism is currently in place for staff appraisal or performance evaluation. All
the financial requirements are tuned according to the donors requirements. The results also
revealed that the manual Accounting Methods are still in practice. Thus, the section staff needs to
be trained on computerized accounting software.

iv. Analysis of TNA Results: The responses received through questionnaires, FGDs and KII were
analyzed and the following training needs were identified.


All Staff members MS Office Advance
Accounting software
Finance manager & accountant Financial report Writing
OFFICER Disbursement Guideline of Donors
HR & Administration, Revolving Fund(USD
Finance Manager Financial management
Gender responsive budgeting
Gender mainstreaming
Disaster/ Emergency budgeting
Basic IT

21 | Training Needs Assessment PDMA/PaRRSA

Assistant Account Assignment Account

Staff fully understand their jobs descriptions

Staff is committed and motivated
Technical skills needs to be focused more as training opportunities needs to be provided
to all staff members

D. Housing Section
Housing Section of PDMA/PaRRSA has the mandate to look after the reconstruction and
compensation programmes/ projects in militancy and flood affected areas. Housing Section is also
responsible for conducting surveys, providing NOC for construction and housing projects in affected
areas and provision of WATA Cards in collaboration with NADRA.

i. Result of Questionnaire: A total of five questionnaires were filled by the section staff. No
female staff is currently working in the section. Even though they have sound educational
qualification, but most of the staff members were newly appointed with less than a year of practical
work experience. 60% employees are working according to their job descriptions. The remaining
40% are involved in additional multi-task assignments including financial management. 60% of the
staff members havent received any training in their career at PaRRSA. However 40 % have attended
less than week trainings on Housing tax and office administration. 60% require IT related training,
40% need office management and interpersonal skills training, and 20% require training in
documentation & reporting, financial management, M&E, Program management and HR &

If yes, If yes, If yes,

specify,specify, needs specify,
OfficeFinance & Interpersonal
Accounts, 1, Skills, 1, 8%
, 1, 8% 8%
If yes,
If yes, specify,
specify, If yes, Planning &
Documentati specify, IT & Monitoring,
on & Software 4, 34%
Reporting, Application,
3, 25%

ii. Result of FGDs: Five staff members from Housing Section participated in the FGD with the main
aim to identify the current gaps in job performance and plug the gaps through various trainings. The
FGD results indicated heavy workload, lack of proper documentation and lack of human resource in
the housing section. Training in IT and file management is highly recommended in order to improve
the current level of performance.

Required Skill For Improved Performance

MS Office
22% 23%

11% SQL Server

11% 22%
Statistical Tools
11% Database

22 | Training Needs Assessment PDMA/PaRRSA

iii. Result of KII: The KII result indicated that majority of staff lack technical knowledge.
Furthermore, complete documentation is not available in the section. Monitoring of various
activities is almost non-existent due to incomplete documentations.

iv. Analysis of TNA Results: The conclusions drawn from questionnaires, FGDs and KII resulted in
the following identified training needs for the housing section.


Project management & proposal development
Financial management including budgeting policy
Report Writing
Adviser & Coordinator Leadership & Management
Performance Management
Monitoring, evaluation and analytical skills
MS Access
Communication and grievances handling
Research Methodology
Case studies Reporting
Technical reporting
Data Analysis
PCM work plan
Project management
Office Assistant Drafting & Corresponding Skills
Report Writing
Computer Skills
Use of office equipment i.e. photocopier, fax machine and
Filing and documentation
Interpersonal communication and coordination skills
Computer Operator Data entry
Filing and documentation
Sorting and filing of documents
Data analysis
Data gathering information management
Ms Office
File Tracking System
All Staff Members Gender mainstreaming, Gender sensitivity
Presentation & Communication skills
Basic documentation & drafting skills
Report Writing
Office Management

E. Infrastructure Section:

The mandate of Infrastructure Section of PDMA/PaRRSA is to rebuild the disaster related

damaged infrastructure. Infrastructure section is involved in PC-1 preparations,
administrating and managing contracts and schemes approvals.

23 | Training Needs Assessment PDMA/PaRRSA

i. Result of Questionnaire: A total of 6 questionnaires were received, based on which the result is
formulated. The age of 85% staff is between 21-30 and 15% between 30-40. Moreover 50% of the
staff members hold a degree in B.SC engineering, 33% are postgraduate and 17% have intermediate
level qualification. All staff members have been working in the organization as team members.

60% employees in the section have received training. Describing their present work, the staff
highlighted records, reports, office management and PC- 1 preparation as 50%, civil works &
preparing presentation as 33% and vetting of drawings and handling of IT& Software as 17%. The
result of the questionnaires showed that staff needs training in IT, Office management, interpersonal
skills, monitoring & evaluation, HR, administration and program management. 33 % wanted to gain
all three skills i.e. managerial, technical and interpersonal. 33% wanted to acquire one out of the
three and the remaining wanted a set with a combination of two. 50 % of the staff preferred to
practice and polish their skills in Internet browsing and civil engineering software, 33% preferred Ms.
Office and 16 % marked statistical tools as their need. The following figure shows the need for
required skills.

What What What

Administ Administ
What Administrative &Administ
rative & managementrative
skills&you need rative
to do&
manage manage manage
your job effectively
& efficiently?
skills skills skills
What What
Administ Administ
rative & rative &
manage manage
ment ment
skills skills

ii. Result of FGDs: Five staff members from this section participated in FGDs. The results of FDG
indicated the absence of a designing cell which is causing delay in achievement of the deliverables.
The FGDs further revealed that the implementation strategy of the section is not shared with team
members. Due to the absence of experienced staff and lack of expertise, many activities are
outsourced. No strategic plan is available for the training and development of the staff.
Communication and coordination among various cells is nominal.

iii. Result of KII: The results of KII indicated lack of coordination and communication among
different sections, late completion of schemes due to security clearance, absence of reporting
mechanism and performance reports

iv. Analysis of TNA Results: The responses received through questionnaires, FGDs and KII were
analyzed and the following training needs were identified
24 | Training Needs Assessment PDMA/PaRRSA
All Staff members CAD
Contract Development & Management
Technical Reporting
Statistical tools
Ms. Office
Chief Infra, Infra Coordinator & Engineering management
Quality Supervisor Contract Management
Project management
SAP 2000
Eagle Point 2005
MS. Project
Water Cad
Documentation & Reporting
HR &administration
Leadership & management
Civil Engineering Softwares
Infra Coordinator & Sub Engineer Quality Assurance
Civil Engineering Softwares
Quantity surveyor
Computer Operators Data management
IT & Software applications
Interpersonal skills

Lack of in-house designing cell is an area where capacity building is needed

Training plan/strategic plan needs to be devised to build the capacity of the staff and
increase their efficiency.

Job Descriptions/ ToRs needs to be specific

Training opportunities needs to be provided after assessing training needs

Those staff members, who attended trainings in the past, were not relevant to their

F. Monitoring & Evaluation Section:

The main function of Monitoring and Evaluation section of PDMA/PaRRSA is to monitor progress and
impacts of various interventions being implemented by PDMA/PaRRSA. This section is working to
monitor the extent of achievements against planned activities and target versus achievements.
Arranging review meetings, preparation of quarterly progress meeting and annual progress meeting
is the responsibility of this section.

i. Result of Questionnaire: A total of three questionnaires were filled by M&E staff. All the staff
members have sound educational background. The results of questionnaires indicated that 100% of
the staff has received trainings for less than a month, which has enhanced their jobs performance.
However, the survey further indicated the need for training. Interpersonal communication,
documentation, reporting and IT were the major areas of concern for the M&E staff where training
was needed.

25 | Training Needs Assessment PDMA/PaRRSA

ii. Result of FGDs: Four staff members from M&E section participated in the FGD with the main
aim to identify and assess the training need of the staff. FGD results indicated that the current
structure of M&E is not in line with the committed/agreed portfolios of donors and at the time of
PC-1 formulation, monitoring compliance requirements of donors are not included in quality

iii. Result of KII: During the KII, it was revealed that the M&E approved structure is not in line with
the interventions taken over by PDMA/PaRRSA. Majority of the staff of M&E section is inexperienced
and lack practical knowledge of monitoring and evaluation related activities. The KII further revealed
that the three monitoring officers in the section are not well versed in M&E. Moreover, the
supporting structure for M&E is not in place. No Field visits are carried out to monitor the program
activities. No female staff is currently employed in this section.

iv. Analysis of TNA Results: The following training needs were identified for the staff.


Project Planning
Monitoring & Evaluation including developing M&E indicators
Logical Framework Approach (LFA)
Project Reporting & Documentation
Gender responsiveness
All Staff Members
MS. Project
Evaluation tools and Techniques
Interpersonal skills
It & Software Application

G. Donor Coordination
Donor Coordination Section contributes to the overall planning and supervision of subordinate staff
as well as participating in strategic progress review meetings. Identification of projects in liaison with
line Departments for potential donors and negotiation and interaction with key stakeholders to
identify donors who are directly or indirectly involved in development activity in the crisis affected
areas are the key responsibilities of the section. The section comprises of four members.
Questionnaires were filled by all staff members.

i. Result of Questionnaire: A total of four staff members were given the questionnaire. Two staff
members are performing tasks other than their prescribed job descriptions. One employee referred
his extra tasks as multi tasking & office management. Describing their current job skills, one
employee marked them as coordination, reports and records. The trainings identified were
interpersonal skills, gender sensitization and awareness, managerial and technical skills.

ii. Result of KII: This section has only one full time professional employee. The additional
responsibilities are given to two other personnel. The KII indicated that only verbal communication
and coordination is carried out on need basis; however communication is also done through emails,
letters and note sheets.

iii. Analysis of the TNA Results: Based on the analysis following training needs were identified;

26 | Training Needs Assessment PDMA/PaRRSA

Planning , networking, communication

Reporting& documentation of filing system

All Staff IT & Software packages (MIS , SPSS, MS Project)
Report writing skills
Data management
Financial reporting
PCM Tools & Techniques

H. Management Information System (MIS):

The core function of the MIS is to make all the relevant information available to PDMA/PaRRSA.
During disaster and emergency situations, the role of MIS section is to provide support in
information management and coordinate other functions such as assured means of communications
and establishing mechanisms to receive and gather information of the updated situation i.e. deaths
& injured, damages to private and public infrastructure, affected population & areas etc

i. Result of Questionnaire: Self-Assessment forms were distributed and then analyzed. 50% of
the respondents have received trainings on IT & software but the training was not relevant to their
current jobs. The training needs for the staff identified were IT, software and interpersonal skills.

ii. Result of KII: The main responsibility of the section is to look after IT related activities in
PDMA/PaRRSA and implementation of new MIS systems. Three staff members are working in the
section which comprised of a Database Manager (DBM), an Information Management Officer (IMO)
and a Network Assistant. Network related activities and input is shared by Network assistant, web
related input and daily updates by IMO while coordination with other section is carried out by DBM.

No mechanism of performance appraisal exists. At different platforms databases for different

projects at PaRRSA are developed and maintained in different DBMSs (Database management
Systems). Section head is a system engineer having the capability to plan, implement complex
engineering and MIS projects. However, rest of the staff requires trainings on MIS planning and its

iii. Analysis of the TNA Results: Based on the analysis following training needs were identified.

Information & Communication Technology for Disasters

Project Management( Systems/ Softwares )
Emergency Information Management Best Practices

27 | Training Needs Assessment PDMA/PaRRSA

Information Management for Public
Establishing Emergency Telecommunication Centers
Early warnings and emergency preparedness
Content Management Servers
Deployment and Management of ISA server
Networking & communication
For All Staff Members DRM
Database management systems
Managerial skills
MIS projects
MIS Planning &Implementation

I. Media Cell:

Media Cell is working to produce a good image of PDMA-PaRRSA. This cell acts as mouthpiece of the
organization. It has the responsibility of providing information to all relevant stakeholders.

i. Result of Questionnaire: A total of six forms were received with the following results. All staff
members were male, young, and motivated to work as team members in the cell. 16% employees
described their current work as different from their job description. 50% staff has attended trainings
on disaster and media.

Have You Have You

You received any professional training
any to your present job? any
professional professional
training training

33% of the section staff members pointed out record keeping & report writing as their current job
while 11% mentioned IT & software, emergency response, coordination & communication as their
current work descriptions. 66% mentioned their required skills as documentation & reporting, IT &
computers. This reflected that the staff requires orientation regarding their current job descriptions
and the roles and functions of media section. All staff wanted to have off job training out of which
66% wanted training on MS. Office, 16% on statistical data and 16% on software & IT packages.

How would How would

would you describe your current job? you
How would
describe describe
your your
How would you
you describe
describe your

28 | Training Needs Assessment PDMA/PaRRSA

ii. Result of FGD: Seven staff members participated in the FGD. During FGD, a few areas were
identified that need to be addressed. Based on their experience of project implementation, they
suggested that they should seek written approvals to authenticate the news and information before
sharing it with the media. They also suggested that improved financial planning processes be
adopted and if issues regarding media arise, they should be resolved quickly. It was surprising to
note that participants were not able to identify the areas where capacity building is needed. Like
other sections, there was no performance appraisal mechanism to evaluate employees
performance. Due to the absence of performance appraisal, it is difficult to assess the existing level
of performance, identify the gaps and to suggest the remedial strategies to address the gaps at the
individual and organizational level.

Strengths of the media cell, as identified by the participants, are professionalism and their
professional background. Their weaknesses are over-confidence and lack of ability to meet

iii. Result of KII with Media & Communication Specialist: Six members team comprising one
Media and Communication Specialist/Spokesperson, three professionals and two support staff are
currently working in the media cell. The KII result indicated that the media & communication cell has
low level of capacity and limited resources. No reporting mechanism exists in the cell.

iv. Analysis of TNA Results: The responses received were analyzed and are given below:

Creative Writers Speech/Script Writing

Documentary script writing
All Staff Video making
Ms. Excel ( office Automation)
MS. Office
Interpersonal skills
Research Methodology & Tools
Reporting & Documenting Skills
Writing Press releases & Notes
Media & Communication Photographic Techniques
Assistant Strategic communication
Public speaking
Graphic Designer Video Editing
Advance Software (3d studio Max, Adobe After effects)
Media aesthetics
Helpline Assistants Communication skills
Media and communication Exposure visit to International media
officer, Specialist Interviewing skills

J. Admin Section:

The Administration Section in PDMA/PaRRSA helps in the proper running of the organization in all
administrative aspects. It provides day to day support to all the departments/sections in the
organization. Primarily, the office of administration is responsible for the management and support
programs for PDMA/PaRRSA. These include the functions of budget and accounting; human
resources; procurement; information technology and office support.

29 | Training Needs Assessment PDMA/PaRRSA

i. Result of Questionnaire: Five questionnaires were received from the section which revealed
that all staff members were male and 50 % of them hold a bachelors degree, 20% Masters and 20%
Intermediate. The work of 60% employees was found different from their job descriptions. 80% of
the staff has not attended any training. Pointing out the needed skills 60% mark IT & Software and
40 % wanted to have procurement understanding. For professional growth 40% wants a complete
set of skills (managerial, technical & interpersonal), while rest intended to seek a combination of one
or two skills. 80% of the staff members requires on the job training. The highlighted skills in which
the staff directly requires proficiency were HR & administration, procurement, interpersonal skills,
Ms. Office, statistical tools, internet browsing and storekeeping.

ii. Result of FGDs: Four members of the section participated in FGDs. The results indicated low
level of capacity relating to the issues of tasks prioritization. The staff was also found to have low
level of skills in drafting letters and other correspondence.

iii. Result of KII: HRM, Procurement, logistical support to the Headquarter as well as field level
offices are the main functions of administration section of PaRRSA. The KII result indicated that the
section has no record of employees performance. Highlighting the need to perform well, the
interviewee shared the necessity to enhance the skills of the section in HR management, drafting
letters and accomplishing and meeting deadlines

iv. Analysis of TNA Result: The responses received were analyzed and are given below:
All Staff Communication/coordination skills
Stress management
Conflict management
Orientation on DRR/DRM
Airport logistics, Fleet management
Emergency Management
Behavioral change communication
Ms. Office, SAP
Team Building
Team Leads Presentation skills
Orientation training on general financial rules
HR management
Emergency preparedness
Office assistant Procurement Training
HR management
Drafting and Procedures
Etiquette and protocol training
Orientation training on general financial rules
Statistical tools
Store keeping
Asset management
Computer Operator Typing Speed
Short Hand
Internet browsing and SAP

K. Audit Section:
Auditing section helps PaRRSA to accomplish its objectives by bringing a systematic, disciplined
approach to evaluate and improve the effectiveness of risk management, control, and governance
30 | Training Needs Assessment PDMA/PaRRSA
i. Result of Questionnaire: Two questionnaires were received by the Audit Section. Currently two
staff members are working in the section. Both are male with an age ranging from 22-30. Both are
young, motivated and work as team members. One staff member has received training on Audit
execution and internal audit whereas the other member is interested to receive training in
interpersonal skills and auditing software.

ii. Result of FGD: Two members of the section participated in FGD and shared the main
responsibilities of the audit section as to conduct the financial internal audit of PaRRSA. FGD
revealed the training needs of participants in usage of SAP/ERP software. It was also found out that
no performance appraisal mechanism and training plan was in place. Even though the respondents
felt that they have the required skills to perform effectively, yet they still felt the need to be trained
in usage of updated software.

iii. Analysis of TNA results: The responses received were analyzed and are given below:

All Staff members SAP

Audit software
Interpersonal skills

L. Economic Growth (Project Section):

Economic Growth (Project Section) is responsible for reconstruction & rehabilitation, socio-economic
integration, nurturing micro, small and medium businesses that were affected by militancy and

i. Result of Questionnaire: A total of seven forms were filled. All the staff members are
performing their current responsibilities according to their respective TORs. The staff members
highlighted their current responsibilities to be record & reports, IT & software, office management,
leadership & management, planning, M&E, and coordination. The results of questionnaires indicated
that 28% need to be trained in project management, documentation & report writing while 57% felt
the need of IT & software usage in their work. For computers skills, 74% showed interest to get
equipped with MS Office and remaining with statistical tools.

What What
What Administrative & management
What IT skills
IT skillsyou need to do What
skills you need to do your
your jobyoueffectively & Administr
ative &effectively & efficiently?
What efficiently?
need to ative
ative &&
managem ative &
IT skills do managem
ent skills managem
you ent skills
ent skills
need to What What What ent skills What
do IT skills Administr Administr Administr
you ative & ative & ative &
need to managem managem managem
do ent skills ent skills ent skills

ii. Result of FGD: Seven staff members from this section participated in the FGD and shared the
main responsibilities of the section as reconstruction and rehabilitation, livelihood generation, socio-
economic integration, nurture micro, small, medium business that were affected by floods and
entrepreneurial skill generation. Based on FGDs it was revealed that the employees lacked the

31 | Training Needs Assessment PDMA/PaRRSA

relevant skills and technical knowledge to carry out their responsibilities. It was further pointed out
during the discussion that the section did not have enough human resources to carry out its

Performance appraisal mechanism is not in place to appraise the performance of the staff and to
address the gaps identified. The participants shared a consensus and agreed that the employees of
the section are giving their level best but still there is a gap at the organizational level to provide
training opportunities and enhance their capacities for better performance.

The strengths identified were team work and determination. The weaknesses that were pointed out
included limited resources and lack of knowledge and skills in project monitoring & evaluation. The
training needs evolved during the discussion were of project planning and implementation,
reporting and documentation for officials and statistical tools, IT& software usage for officer
(assistants and computer operators).

iii. Result of KII: To enhance the capacity of the section, it was highlighted that professional
grooming is required with focus on the planning, M&E and HR to efficiently mobilize the people.
Results of KII disclosed that the EC section strongly needs to focus on developing the scope of work,
Standard Operating Procedures (SOPs) as well as Activity Tracking Matrix such as 3W matrix to fulfill
the needs of the donors.
Staff possessed average MS office skills yet the skills for internet browsing, uploading and down
loading data is missing. Thus, technical trainings to harness the IT skills are required. The section is
not directly involved in planning but problems emerge when reports are forwarded to the
implementing partners or donors. Keeping this in view advance communication and reporting skills
are required. Another loop hole identified during the discussion is lack of coordination.

iv. Analysis of TNA Result: Training needs evolved from the discussion are as follows;

All Staff Members Project Planning

Project monitoring & Evaluation
Report Writing
MIS and data management
Advanced Communication skills
Research & Case Studies Reporting
Team Building
Ms. Office
EG Specialist Project management
Proposal Development
Monitoring & evaluation tools & Techniques
Documenting & reporting
Office Associates Supply Chain management
Value Chain management
Livelihood Preparation Techniques in time of
Computer Skill (Ms. Excel & Power point)
MIS Training
Statistical tools
IT & Software packages

M. Provisional Emergency Operation Centre (PEOC):

32 | Training Needs Assessment PDMA/PaRRSA

PEOC is a project unit that works under PDMA and is headed by Deputy Director Relief. The
questionnaire was filled by the staff members individually. The FGD was conducted with the above
groups and KII was held with the Deputy Director Relief.

i. Result of Questionnaire: Questionnaires were filled by six staff members of PEOC. Majority of
the staff members are newly appointed with less than a year of work experience. The results of the
survey indicated that 66% staff members are performing their duties according to their job
descriptions. However 16 % staff is also performing additional tasks such as software packages. 50%
of the participants marked coordination and communication & IT & software as their current task.
All participants preferred to acquire off job trainings with preferred areas in HR & administration,
Leadership & management, report writing, emergency response and procurement. For computer
skills 16% were interested to acquire all statistical tools and remaining wanted to acquire IT &
Packages as GIS, EDEN. The following diagrams indicate the required trainings for the PEOC staff.

What IT What IT What IT What IT

skills What
you IT skills you
you toskills do youskills you
need to job effectively need&toefficiently?
need to need to
do your do your do your do your
job job job job
effective effective effective
What IT What IT What IT
skills you skills you skills you
need to need to need to
do your do your do your
job job job
effective effective effective

ii. Result of KII: The role of the section is to coordinate in disaster related activities across the KP in
accordance with DRM Process. The section also performs hazard assessment at the preparatory
stage while relief and rehabilitation activities are carried out at the response stage. The capacity
building of the line departments and district administration is also carried out by the section. The
section requires the knowledge and skills on DRM processes and strategies for enhanced efficiency
and effectiveness.

iii. Analysis of the TNA Results: Based on the analysis following training needs were identified;
For All Staff Members DRM
Networking & communication
Interpersonal skills
HR & administration
Emergency response
Reporting& documentation
HR & Administration
IT & Software packages
Statistical tools

33 | Training Needs Assessment PDMA/PaRRSA


The department and section wise recommendations are provided in this chapter. All the
recommendations are based on the findings of the assessment. These recommendations will provide
a platform for the future training needs of PDMA/PaRRSA.

4.1 Findings & Recommendations for PDMA Officers:

Recruitment and orientation of new staff in strongly recommended in order to fill the vacant
positions. The lack of required human resources is resulting in the delay in performance of many

On job training is recommended for lower cadres including operators and assistants in order to
improve their expected level of performance.

Based on various program sections requirement and prioritized needs, training is required on
DRR/DRM, formulation of PC- 1 and proposal writing.

It is also recommended that PDMA should develop annual training plans for various sections in order
to develop the capacity of employees for improved performances

Overall, trainings on DRR/DRM, office management, record keeping, IT, gender mainstreaming,
budgeting, and formulation of PC-1 should be given top priority. The specific trainings as per the
requirements of various sections are already mentioned in the previous chapters.

4.2 Findings & Recommendations for Planning Section- PaRRSA:

TORs/job descriptions are not shared with most of the employees; thus staff members are not in
clear picture of their exact roles/responsibilities while performing their routine tasks. Therefore it is
strongly suggested that job descriptions must be shared with all staff members. It will not only help
them to prioritise their work/tasks but will also provide directions for performing their duties
efficiently and effectively. Moreover clear understanding of their routine tasks/duties will also ease
their work overload.

Furthermore, there is no proper mechanism in place to conduct training needs assessment, even
though the organization had many training and development opportunities in the past. In such a
scenario it is very difficult to select the right and most suitable candidates for the specific trainings.
As a result, selection of various employees for various trainings did not yield the required results.

Note for record needs to be in practice as it will improve the coordination of staff amongst each

File tracking system, record maintenance, archiving, technical aids and allied technologies should be

4.3 Findings & Recommendations for Infrastructure Section:

It is highly recommended that the capacity building opportunities i.e. brainstorming sessions,
customized trainings and on job learning assignments/tasks be planned for the Infrastructure
Chief, Infrastructure Coordinators & Quantity Surveyors in Engineering Management, Contract

34 | Training Needs Assessment PDMA/PaRRSA

Management, Project Management, Eagle Point Software, SAP 2000, Primavera, Water CAD and MS
Project. Trainings on AutoCAD and DRR/DRM should be conducted for the majority staff of this
section. Training on quality assurance is recommended for the field staff i-e Infrastructure
Coordinators & Sub-Engineers.

4.4 Recommendation for Housing Section:

It is highly recommended that the employees in Housing Section should be provided trainings
relating to project Management, proposal writing, report writing, financial management including
budgeting, policy formulation, leadership & management skills, Performance Management and
Monitoring & Evaluation.

In order to ensure proper documentation of multiple activities, various formats and tools need to be
developed for all the relevant line departments. This will help in providing a clear picture of the
various activities at implementation levels.

Result-based Monitoring & evaluation tools need to be developed and all the concerned staff should
be given orientation on the developed tools/formats.
Data manager needs to be appointed for managing and supervising the data.

Capacity of relevant staff need to be enhanced in report writing, drafting and official
correspondence, filing & documentation, data management, communication and networking.

4.5 Findings & Recommendations for M& E section:

The overall capacity of Monitoring and Evaluation section is weak. Therefore the establishment of a
strong and vibrant M&E system is highly recommended.
Proper M&E tools and formats need to be developed as the current M & E system is not fulfilling the
agreed requirement of donors and thus quality assurance is compromised.
All staff members must be given orientation on the M & E methodologies and tools.

Like other sections within PDMA/PaRRSA, Performance Appraisal and training plans are not
practiced. It is highly recommended that the capacity building opportunities in Result-based
Monitoring & DRR/DRM are created for the M & E staff. Training on evaluation tools and techniques
and report writing are recommended for the M & E Officers.

4.6 Findings & Recommendations for EG:

The office associates should be provided training/orientation on supply chain management, value
chain management, IT and livelihood preparation techniques in time of disaster.
An effective communication mechanism is required amongst PaRRSA, Donors and other funding

Enhanced skills in project management and proposal development are highly recommended for
Economic Growth specialist.

4.7 Findings & Recommendations for Media section:

Training in documentary script as well as communication skills is highly recommended for the
creative writer. For the Graphic Designer, trainings in Media Aesthetics, Video editing, 3D Studio
Max 7 Adobe After effects is recommended. International exposure visits for the Media &

35 | Training Needs Assessment PDMA/PaRRSA

communication Specialist & Officer will help in adopting international standards of visibility and
communication. MS Office training is recommended for entire media team.

4.8 Findings & Recommendations for Admin section:

The capacity of admin section is required to be enhanced in letter drafting and note taking

Line management requires further improvement in order to become task oriented.

Report generating mechanism needs to be further improved.

Communication skills, orientation on DRR/DRM, stress management, conflict management,

behavioural change communication and team building are the key areas where trainings should be
conducted on priority basis for the staff of admin section.

4.9 Findings & Recommendations for Audit section:

Training on various software applications such as SAP, ERP, CAAT, and auditing are strongly
suggested for the audit section. These trainings will abreast them with updated KSA.

4.10 Findings & Recommendations for Finance section:

Training is required on the proper usage of current financial and accounting software applications.

Training on financial matters on modern lines and its automation (FMIS) will further enhance the
abilities of the finance section in light of the government Accounting Systems.

Orientation on gender responsive budgeting tools and techniques should be conducted in order to
ensure gender mainstreaming as a cross cutting theme.

4.11 Findings & Recommendations for Donor Coordination Section:

The existing level of competencies/skills of Donor Coordination Section in terms of negotiation,
report writing, data management and IT require further improvement.

It is recommended that training on program planning/implementation, project cycle management,

MS project and financial reporting should be provided to the relevant section staff on priority basis.

36 | Training Needs Assessment PDMA/PaRRSA


In this chapter the proposed training plans have been developed for relevant staff of various
sections of PDMA/PaRRSA. These training plans are based on the assessment and findings of
qualitative/quantitative data collection including FDGs, Key Informant Interviews, available reports,
documents and direct observations. All the training plans are based on the identified specific needs
of the employees.

It is worth-mentioning that these training plans should not be considered as a single solution for
bridging the identified gaps between employees current performance and the expected level of
performance. It is strongly suggested to the key management staff of PDMA/PaRRSA to consider
other management solutions as well, such as communicating expectations, providing supportive
work environment, removing obstacles and checking job fit.

Before suggesting various trainings and capacity building programs, the employees current job
performance was checked against their TORs/job descriptions. Other aspects such as staff
background, qualification, level of experience and organization culture were taken into
Thus staff members, who are new to the concept falls in basic level. However, those who already
have some knowledge of the subject and possess relevant skills to perform the duty comes in
medium level and for those, who require skill for their current job and is already using the same skill
to some extent and yet are not performing to the expected level, comes in advance category.
The duration of the trainings vary due to the nature and contents of the trainings. However, the
whole process had been completed by involving various staff members from different cadres
including the section heads
Proposed training plan for the organization as per the assessment conducted is as given below


Duratio Target Training Training
Sections Training Topic
n Audience Level Type
M&E, Rehabilitation
& reconstruction, Officers Medium & Workshop
Report writing 4 days
Training & Relief & Advance
M&E, Rehabilitation
& reconstruction,
Training, Relief & Planning skills including project Medium &
3 days Officers Workshop
operations, HR, implementation work plans Advance
Accounts &
PMDA officials IT & Software Applications 3 days Officials Medium Workshop
PMDA officials Ms. Office 2 days Officials Medium Workshop
M&E, Rehabilitation
& reconstruction,
DRR/DRM 2 days Officers Medium Workshop
Relief & operations,
HR & Administration
PDMA Officials Internet browsing 2 days Officials Medium Workshop
HR , Administration Office management Officers Medium &
2 days Workshop
& PDMA officials &Officials Advance
37 | Training Needs Assessment PDMA/PaRRSA
HR , Administration, Basic/Mediu
HR & Administration 3 days Officials Workshop
Relief & operation m
Capacity building through
PDMA Officials orientation courses on DRR/DRM 2 Days Officials Seminar
and exposure visits.
HR, R&R, Relief &
Operations, M&E, Officials &
Orientation of rules & regulation 1 day Medium Seminar
Accounts, & PDMA Officers
Community Based Disaster Risk Basic/Mediu
3-4 Days (Field Workshop
Mitigations (CBDRM) m
PDMA Officials English Language Courses hours Officials Seminar
Relief & Operations Basic/Mediu
Data Collection Techniques 3 days Officials - activity
Officials m
Relief & Operations Gender mainstreaming 3 days Officers Basic /Active
Gender Responsive Budgeting Basic/Mediu
Relief & Operations 4 days Officers Workshop
Conceptual clarity on Emergency 2-3
Relief & Operations preparedness, Rehabilitation, hours Officer Medium Seminar
Gender mainstreaming, daily
Training Medium/Adv
Training Cycle 3 days Officers Workshop
Training Training of Trainers (Generic & Medium/Adv Extensive
7 days Officers
Customized) ance Workshop
Training Officers Basic
Filling & record keeping 2 days Workshop
&officials /Medium
Training Officers & Basic/mediu
Data Management (MIS) 2 days Workshop
Officials m
Training Reporting skills 2 days Officers Medium Workshop
Training Gender mainstreaming 2 days Officers Medium Workshop
Training Medium/Adv Extensive
Developing training modules 4 days Officers
ance Workshop
Finance Harmonized Approach to Cash Medium/Adv
3 days Officers Workshop
Transfer(HACT) ance
Finance International Standards Of
Accounting and Financial Systems 3 days Officers Workshop
Finance Medium/Adv
Financial reporting 3 days Officers Workshop
Finance Medium/Adv
Computer skills 1 days Officers Workshop
Finance Financial Budgeting 3 days Officers Medium Workshop
Finance & Procurement Techniques and
2 days Officers Medium Workshop
Administration Handling

38 | Training Needs Assessment PDMA/PaRRSA

Finance Budgeting and Auditing
3 days Officials Medium Workshop
Protocol/ secretarial Practices
Finance & Orientation on Government Basic/Mediu
3 days officials Seminar
Administration sector Documentation m
Finance & Orientation on public sector Officers & Basic/Mediu
3 days seminar
Administration language Officials m
Finance & Technical writing (minutes taking,
Administration drafting of letters and summary 2 days Officials Workshop
Finance &
Warehouse management 2 days Officials Medium Workshop
Finance &
Inventory Management 2 days Officials Medium Workshop


Section Training Topic Duratio Target Training Training
n Audience Level Type
Planning Documentation & Reporting 3 days Officers & Medium Workshop
Planning IT & Software applications 2 days Officers & Basic/Mediu Workshop
Officials m
Planning Ms project 4 Days Officers& Advance Workshop
Planning Advance MS office(excel) 2 days Officers& Advance Workshop
Planning Gender sensitive planning & 5 days Officers Medium Workshop
Planning DRR/DRM 2-3 hr Officers & Basic/Mediu Seminar
officials m
Planning Basic monitoring and evaluation
3 days Officers Basic Workshop
Planning Statistical analysis 3-4 Officers Basic/mediu Workshop
days m
Planning STATA 3 days Officials Basic Workshop
Planning MEAL system 4 days Officers Basic Workshop
Planning Interpersonal & communication 3 days Officers & Basic/Mediu Workshop
Skills officials m
Planning Office management 2 days Officers & Medium/Adv Workshop
Officials ance
Planning Quick Book 3 days Officials Medium workshop
Planning GIS 3 days Officials Medium workshop
Planning Filling & data Management 3 day Officials Medium workshop
Systems (computer
Planning File tracking systems 3 days Officials Medium workshop

39 | Training Needs Assessment PDMA/PaRRSA

Planning Survey Assessment 4 days Officers & Medium workshop

Planning RBM 3 days Officers Basic/mediu workshop

Planning Basic environmental assessment 3 days Officers Basic/mediu workshop
Planning Technical report writing 5 days Officers Basic/mediu workshop
including Project management & m
Planning Risk Analysis 2 days Officers Basic/mediu workshop
Planning Assessment Tools 3 days Officers Basic/mediu workshop

Planning Leadership skills 3 days Officers Medium workshop

Planning Proposal Writing & LFA 4 days Officers Basic/mediu workshop
Housing Project management & proposal 4 days Officers Medium/adv workshop
development ance
Housing Financial management including 5 days Officers Medium/Adv Workshop
budgeting policy formulation ance
Housing Leadership & Performance 4 days Officers Medium/Adv Workshop
Management ance
Housing Monitoring, evaluation 3 Days Officers Medium workshop
and analytical skills
Housing MS Access 3 days Officers & Medium workshop
Housing Communication and grievances 3 days Officers Basic/Mediu Workshop
handling m
Housing Research Methodology 3 days Officers Basic/mediu workshop
Housing Case studies Reporting 2 days Officers Medium workshop
Housing Technical reporting 4 days Officers Medium/Adv Workshop
Housing Data Analysis 2 days Officers & Medium/adv workshop
Officials ance
Housing Computer Skills 3 days Officers & Medium/Adv Workshop
Officials ance
Housing Use of office equipment i.e. 2 days Officers & Medium Workshop
photocopier, fax machine and Officials
Housing Interpersonal communication 3 days Officers & Medium workshop
and coordination skills Officials
Housing Filing and documentation 2 days Officials Medium Workshop
Housing Sorting and filing of documents 3 days Officials Medium Workshop
including Data gathering (off.
information management Assistants)
Infrastructure Basic Computer 2 days Officials Medium Workshop
40 | Training Needs Assessment PDMA/PaRRSA
Infrastructure Technical Reporting , Leadership 4 days Officers Basic/Mediu Seminar
& Project management m
Infrastructure Contract Development & 3 days Officers Medium Workshop
Infrastructure Documentation, Reporting & 4 days Officers Medium Workshop
Case Studies Reporting
Infrastructure Statistical tools 4 days Officers & Basic workshop
Infrastructure Engineering management 3 days Officers Medium workshop

Infrastructure Contract Management 2-3 Officers Medium workshop

Infrastructure SAP 2000 3-4 Officers Basic/mediu workshop
Days m,
Infrastructure Eagle Point 2005 4 Days Officers Basic/mediu workshop
Infrastructure Primvera 3-Days Officers & Basic/mediu workshop
officials m,
Infrastructure MS. Project 5 days Officers Basic/Mediu Workshop
Infrastructure Water Cad 4-5 Officers & Basic Workshop
days Officials
Infrastructure Civil Engineering Software 4-5 Officers Medium Workshop
Infrastructure Data management 4-5 Officers & Basic/Mediu Workshop
Officials m
Infrastructure IT & Software applications 4-5 Officers & Medium Workshop
days Officials
Infrastructure Quality Assurance 4 days Officers Medium Workshop
Infrastructure Civil Engineering Software 4 days Officers Medium Workshop
Infrastructure Quantity surveyor 3 days Officers & Medium Workshop
Monitoring & Project Planning, monitoring & 4 days Officers Medium Workshop
Evaluation Evaluation
Monitoring & LFA ,Developing M& E indicators 4 days Officers Medium/Adv Workshop
Evaluation ance
Monitoring & MS. Project 3 days Officers Basic Workshop
Monitoring & Statistical Tools 3 days Officials Basic/mediu Workshop
Evaluation m
Monitoring & Evaluation tools and Techniques 3 days Officers Basic Workshop
Monitoring & Interpersonal skills 2 days Officers Medium Workshop
Monitoring & Primvera 4 days Officers & Basic Workshop
Evaluation officials

41 | Training Needs Assessment PDMA/PaRRSA

Monitoring & Project Reporting & 4 days Officers Medium Workshop
Evaluation Documentation, Case Studies

Monitoring & DRR/DRM 2 Days Officers & Basic Seminar

Evaluation Officials
Monitoring & IT & Software Application 3 days Officers & Medium/Adv Workshop
Evaluation Officials ance

Donor Coordination Networking & communication 2 days Officers Medium/Adv Workshop

(Coordination) ance

Donor Coordination Gender sensitization & 3 Days Officers & Medium Seminar/T
Awareness, Gender Officials raining

Donor Coordination Planning & Office management 3 days Officers Medium/Adv Workshop
tool ance

Donor Coordination IT & Software packages 4 days Officers& Medium/Adv Workshop

Officials ance

Donor Coordination Report skills including Financial 3 days Officers medium Workshop

Donor Coordination Data management 3 days Officers & Medium/Adv Workshop

officials ance

Donor Coordination Computerized systems- MIS & 5 days Officials Medium Workshop

Donor Coordination MS Project 5 days Officers Basic/Mediu Workshop


Donor Coordination PCM Tools & Techniques 5 days Officers Basic/Mediu Workshop

MIS Ms. Office, IT & Software usage 4 days Officers & Medium Workshop

MIS Networking & communication 4 days Officers & Medium/Adv Workshop

Officials ance

MIS Interpersonal skills 2 days Officers & Medium Workshop


MIS Internet browsing 3 days Officers & Advance Workshop


MIS DRM 2 Days Officers & Basic Seminar


MIS Data base management systems 4 days Officers & Medium/Adv Workshop
Officials ance

42 | Training Needs Assessment PDMA/PaRRSA

MIS Project Management, Managerial 4 days Officers Medium/Adv Workshop
skills ance

MIS MIS projects 4 days Officers & Basic Workshop


MIS MIs Planning & implementation 3 days Officers Medium/Adv Workshop


Media Video making & Video Editing 5 days Officers & Basic Workshop

Media MS. Office including Ms. Excel ( 4 days Officers & Basic/Mediu Workshop
office Automation) Officials m

Media Interpersonal skills 3 days Officers & Medium Workshop


Media Research Methodology & Tools 4 days Officers Basic Workshop

Media Reporting & Documenting Skills 5 days Officers Basic/Mediu Workshop

including Writing Press releases m
& Notes, Speech/Script Writing,
Documentary script writing
Media Photographic Techniques 4 days Officers & Basic/mediu Workshop
Officials m

Media Strategic communication 4 days Officers Medium Workshop

Media Public speaking 3 days Officers Basic/mediu Workshop


Media Advance Softwares (3d studio 3 days Officials- Basic Workshop

Max, Adobe After effects) Graphics
Media Media aesthetics 3 days Officials Basic/mediu Workshop
(GD) m

Administration Communication/coordination 3 days Officers & Medium Workshop

skills officials

Administration Conflict management ,Stress 3 days Officers & Medium Workshop

management & Team Building officials

Administration DRR/DRM 2 Days Officers & Basic Seminar


Administration Airport logistics 2 days Officials Basic Workshop

Administration Emergency Management 2 days Officers & Medium Workshop


43 | Training Needs Assessment PDMA/PaRRSA

Administration Behavioural change & 2 days Officers & Medium Workshop
communication officials

Administration Ms. Office 4 days Officers & Basic/Mediu Workshop

officials m

Administration Presentation skills 3 days Officers Basic/Mediu Workshop


Administration Training on general financial rules 3 days Officers Basic/Mediu Workshop


Administration HR management 2 days Officers Medium Workshop

Administration Procurement 2 days Officers & Basic/Mediu Workshop

Officials m

Administration Etiquette and protocol training 3 days Officials Medium Workshop

Administration Asset management , Store 3 days Officials Basic/Mediu Workshop

keeping m

Audit SAP 4 days Officers & Basic/Mediu Workshop

Officials m

Audit ERP 4 days Officers & Basic/Mediu Workshop

Officials m

Audit CAAT 4 days Officers & Basic/Mediu Workshop

Officials m

Audit Audit softwares 5 days Officers & Basic/Mediu Workshop

Officials m

Audit Interpersonal skills 3 days Officers & Basic/Mediu Workshop

Officials m

Economic Growth Project Planning, monitoring & 4 days Officers Medium Workshop

Economic Growth Report Writing, Proposal 4 days Officers Basic Workshop

Development & Case Studies
Economic Growth MIS and data management 4 days Officers & Basic/mediu Workshop
Officials m

Economic Growth Advanced Communication skills 3 days Officers Medium Workshop

Economic Growth Project management, Team 4 days Officers Basic Workshop


44 | Training Needs Assessment PDMA/PaRRSA

Economic Growth Monitoring & evaluation tools & 4 days Officers Basic/mediu Workshop
Techniques m

Economic Growth Supply & Value Chain 3 days Officers Medium Workshop

Economic Growth Livelihood Preparation 3 days Officers Basic Workshop

Techniques in time of Disaster

Economic Growth Computer Skill (Ms. Excel, Ms. 4 days Officers & Medium Workshop
Office & Power point) Officials

Economic Growth MIS Training 4 days Officials Basic/Mediu Workshop


Economic Growth Statistical tools 4 days Officials Basic Workshop

Economic Growth IT & Software packages 4 days Officials Basic Workshop

PEOC DRM 2-3 hr Officers& Medium Seminar


PEOC Networking & communication 4 days Officers Basic/Mediu Workshop


PEOC Interpersonal skills 3 days Officers Basic Workshop

PEOC HR & administration 4 days Officers Medium Workshop

PEOC Emergency response 3 days Officers Basic Workshop

PEOC Reporting& documentation 3-4 Officers Medium Workshop


PEOC EDEN & GIS 4-5 Officials Basic/mediu Workshop

days m

PEOC IT & Software packages 4 days Officials Basic Workshop

PEOC Statistical tools 4 days Officials Basic Workshop

45 | Training Needs Assessment PDMA/PaRRSA